'Asses in (Car) Seats' vs. Management
Thursday, September 10, 2026
Consultant Gleb Tsipursky recently examined the latest iteration of what I like to call the "Asses in Seats" method of management: Using the commutes of the people one should be managing as proof-of-work.
Tipursky's analysis is quite thoughtful. For example, he considers gains in productivity seen with working from home during the pandemic and the more recent use of artificial intelligence, and offers, for example, that good use of AI requires focus -- which is often superior at home and away from the distractions of an office.
At the same time, Tipursky recommends judicious use of in-office "anchor days" for those things, like mentoring or collaboration, that work better in person.
Overall, he makes a good case for a more active evaluation of output and how different environments affect different kinds of work.
As if the positive motivation of having a choice of work environments at one's disposal weren't enough, Tipursky cautions against the movement towards full-time office work because subordiantes are hardly powerless:
[Fully onsite] policies may fit some cultures and business constraints. But executives should admit they are making a bet, not simply following settled science.I found his arguments compelling and hope the "hybrid model built around results instead of rituals" he advocates catches on.
The labor-market effects make the bet riskier. Employees often value flexible work because it returns time, reduces commute friction, and lets people handle life logistics with less daily stress. In Bloom's Trip.com trial, the reduction in quits was especially visible among women, non-managers and long commuters. That should get the attention of every leader facing skill shortages, retention problems or rising compensation demands. A hard office mandate can quietly convert a productivity question into a talent leakage problem. [bold added]
-- CAV